Aktívny podnikový manažment rizika
ACTIVE ENTERPRISE RISK MANAGEMENT

Summary/Abstract: Risk management is a relatively new field of management developing itself since the seventies of the 20th century. Sharp changes of economic conditions were an impulse for the rise. The development of risk management was accelerated by sharpening competi-tion in the eighties and nineties of the 20th century. The importance of risk management in contemporary conditions of globalisation is permanently increasing and it is obvious that firms, willing to advance, have to learn how to adopt risks, not only passively but in such a way that enables them to use opportunities for increasing their prosperity. And that is the main aim of the active enterprise risk management (ERM). The submitted paper summarizes present theoretical and practical knowledge of the ERM sphere focusing on modern trends connected with applying the active risk man-agement and pointing out the need of their applications under the conditions of the entre-preneurial sphere of the Slovak Republic. In our contemporary economic conditions firms have basically two possibilities how to react to the continuous rising uncertainty in business: either thoroughly to monitor changes of environment and focus on preventing losses, it means to choose traditional reactive environmental management, or to look for new possibilities of reaching de-manding aims – it means – to apply the active ERM. In developed countries it is characteristic for successful firms to apply the active ERM. The main principles of the active ERM are: • extensive view of risk (profit-loss), • joint structure of risk management (the analysis of risk factors, risk measurement, creation of decision, evaluation of decision results), • the only leader or co-ordinator for the process of risk management, to called chief Risk Officer (CRO), who is responsible for increased value of a firm, • the use of modern methods, models and information technologies for assessment of relationships between risk and profit. Currently the measurement of risk (or risk assessment) is considered to be the key and most difficult phase of ERM. It demands usage of complicated mathematic models supported by special software and specific expert knowledge of risk managers in the area of economic models, information technologies, theory of probability and statistics. Hav-ing in mind the increasing importance of computer support of ERM it is important for firms to pay special attention to the possibilities of using simulation models for assess-ment of enterprise financial risk as well as to the concrete possibilities of their pro-gramme support. There are mainly software systems concerned e. g. @Risk in the frame-work of integrated software package Decision Tools and @Risk for Project by the Palisade Corporation, Crystal Ball by Decisioneering, Inc. and Decision Professional developed by the company Vanguard Software Corporation, or Financial CAD for MS Excel by Financial CAD.

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